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People and Team Management

Martin Allen
21st to 23rd November 2011
People and Team
Management

Housekeeping

People and Team


Management
Delegate Slides

Peoplegrowers2006

People and Team


Management

Introductions

People and Team


Management

Professional Information:

Which department do you work for?

What do you do there?

Personal Information:

What gives you a buzz...?

What / who inspires you?

Purpose:

Why are you on this course?

What do you want to get out of it?

Agenda

People and Team


Management

Introductions

Understanding Ourselves and Others

Management and Leadership

Emotional Intelligence

Team Building

Goal and Objective Setting

Customer and Stakeholder Management

Delivering Change

Delegation & Feedback

Coaching

Handling Conflict
4

Understanding Ourselves and Others

People and Team


Management

The Iceberg Model

(1)

Do

Behaviour

Are

Personality

Motivational Value System

People and Team


Management

The Iceberg Model

Behaviour
Non-verbal

Knowledge
Experience
Attitudes
Opinions
Values
Beliefs
Personality
People and Team
Management

(2)

Verbal

Character

Understanding Behaviour

STIMULUS

EVENT
Belief System
Thoughts
Feelings

RESPONSE
People and Team
Management

Behaviour

REINFORCING
8

Learning and Development


Unconscious
Incompetence

Unconscious
Competence

Conscious
Incompetence

Conscious
Competence

Temporary incompetence is a pre-requisite for


effective development
People and Team
Management

Effective Communication
Faceto-Face

Audio

Written

Words

7%

20%

80%

Tone

38%

70%

20%

55%

10%

What is Effective
Communication?
A two-way process to
create an understanding of
information or ideas in
someone elses mind to
influence an action or a
desired outcome.

Or

Body

Getting the message across!

Language

People and Team


Management

10

The Communication Funnel

All that I want to say

100%

All that I am able to say


All that I do say

70%

All that my customer / member of staff expects to hear


All that my customer / member of staff hears

50%

All that my customer / member of staff understands


All that my customer / member of staff remembers

People and Team


Management

10-30%

11

Influencing, Inspiring and


Communicating
Profiles of Preferred Thinking Styles
Visual
Code experiences in graphical
form
Tend to be relatively fast talkers
and may be impatient when
interrupted
Use their hands freely to
complement verbal
communication
Pace the floor while talking
E.g. I see what you mean,
looks good to me, show me
more

People and Team


Management

Auditory
Interact with others through
sounds, especially through
words
Often need to verbalise their
thoughts to clarify their own
ideas
Strong need for working in
quiet space to help as
become easily distracted
Tend to have a clear ,
resonant tonality

Kinaesthetic
Use feelings both physical and
emotional to communicate
Attach great importance to
feelings and therefore find it
difficult to make a decision
based on logical reasoning
Speak in slow tempo long
pauses in between words
E.g. I get what youre saying,
I feel good about that, fill me
in on the details

E.g. I hear what you say,


sounds good to me, tell
me more

12

Emotional Intelligence

People and Team


Management

13

Emotional Intelligence

Anyone can become angry thats


easy. But to be angry with the right
person, to the right degree, at the right
time, for the right purpose, and in the
right way this isnt easy.
Aristotle The Nichomachean Ethics

People and Team


Management

14

What is Emotional Intelligence?


Emotional Intelligence is:

The ability to recognise ones own and others


emotions, understand them and make use of them in
socially adaptable ways

It is therefore the ability to read social cues and then


to respond to them in a way that demonstrates an
understanding of others perspectives

People and Team


Management

15

Why Does Emotional Intelligence Matter?

Intellectual intelligence is said to contribute


approximately 1-20% of the factors that determine
life success. That leaves approximately 80-99% to
other forces, many of which relate to how we
manage our emotional intelligence.

Studies indicate that emotional intelligence is twice


as important as pure cognitive or technical abilities.
For success at the highest levels, in leadership
positions, emotional competence accounts for
virtually the entire advantage

Goleman 1998

People and Team


Management

16

Emotions and Their Consequences


Anger

= Leaving, revenge

Enthusiasm

= Desire to perform well, persistence

Resentment

= Getting even, withdrawal of effort

Affection

= Staying, wanting to help

Sadness

= Reduced effort, withdrawing

Fear

= Focus on the fear, reduced focus on other


things

Appreciation = Increased effort, sense of belonging


Robert Brinner People Management 2002
People and Team
Management

17

Emotional Intelligence:
Golemans 5 Competencies

Step
5 Social
Step
5
Social
SkillsSkills
Step
4 Empathy
Step
4
- Empathy
Step
3 Motivation
Step
3
- Motivation
Step
2 Regulation
Self Regulation
Step
2
Self
Step
1 Awareness
Self Awareness
Step
1
Self

People and Team


Management

18

Self-Awareness
Self-awareness is:

The ability to recognise and understand your moods, emotions


and drivers, and appreciate their effect on others

Hallmarks:

Self-confidence

Realistic self-assessment

Self-deprecating sense of humour

People and Team


Management

19

Self-Regulation (Self-Management)
Self-Regulation (Self-Management) is:

The ability to control or redirect disruptive impulses and moods

The propensity to suspend judgment: to think before acting

Hallmarks:

Trustworthiness and integrity

Comfort with ambiguity

Openness to change

People and Team


Management

20

Motivation (1)
Motivation is:

A passion to work for reasons that go beyond money or status

A propensity to pursue goals with energy and persistence

Hallmarks:

Strong drive to achieve

Optimism, even in the face of failure

Organisational commitment

People and Team


Management

21

Motivation (2)

The Mazlow
Hierarchy

SELF -ACTUALISATION
Realising
individual
potential; winning;
achieving
ESTEEM NEEDS
Being well regarded by other
people; appreciation
SOCIAL NEEDS
Interaction with other people;
having friends
SAFETY NEEDS
A sense of security; absence of fear
PHYSIOLOGICAL NEEDS
Warmth; shelter; food; a human be ings animal needs

People and Team


Management

22

Motivation (3)
Hertzbergs Theory

ACCELERATORS
(Satisfiers)

BRAKES
(Hygiene Factors)

Poor Working Conditions

Recognise Achievements

Lack of Skills

Delegate Responsibility

Low Basic Pay

Develop Skills

Inappropriate Supervision

Provide Challenge

Cumbersome Processes

Enable Participation

Remove the Brakes Hit the Accelerator


Create Owners not Victims
People and Team
Management

23

Empathy
Empathy is:

The ability to understand other peoples emotional make-up

Skill in treating people according to their emotional reactions

Hallmarks:

Expertise in building and retaining talent

Cross-cultural sensitivity

Service to clients and customers

People and Team


Management

24

Social Skill
(Relationship Management)
Social Skill (Relationship Management) is:

Proficiency in managing relationships and building networks

An ability to find common ground and build rapport

Hallmarks:

Effectiveness in leading change

Persuasiveness

Expertise in building and leading teams

People and Team


Management

25

Management Styles and

Organisational Climate

People and Team


Management

26

Leadership v Management
Leader: I can
see all the
mountains

Manager: I can see


the mountain

Even Leaders on the same level as


Managers strive to ensure that they
can see beyond the mountain.
What can you see?

People and Team


Management

27

Management Styles
Coercive
Authoritative
Affiliative
Democratic
Pacesetting

Coaching
28

People and Team


Management
22

Coercive
The Coercive Management Style:

Ensures immediate compliance

Provides clear directives without soliciting input or listening


to reactions

Close monitoring, corrective/negative feedback, outlines


consequences

Is most effective in crises; when rules must be followed to


avoid danger; with problem employees

Is least effective with self-motivated, talented employees

People and Team


Management

22

29

Authoritative
The Authoritative Management Style:

Provides long-term direction and vision

Articulates a clear vision and expected behaviour but


employees are listened to

Explains whys

Sets standards and controls with Motivational and


Developmental Feedback

Is most effective when new vision to be communicated;


with new workgroups; when manager is expert

Is least effective with experienced employees and with


teams who can self-manage
30

People and Team


Management
24

Affiliative
The Affiliative Management Style:

Creates harmony and promotes friendly interactions

Demotes tasks, directions and goals behind emotional needs

Accounts for needs of whole person

Uses positive feedback positively. Avoids conflict

Is most effective when tasks are routine; when employees


effectiveness is affecting work; with diverse groups

Is least effective when constructive feedback needed; with


task-focused employees
31

People and Team


Management
25

Democratic
The Democratic Management Style:

Builds commitment and ensures employees fully participate in


direction of team

Relies on consensus in decision-making. Many meetings

Involves the manager listening and rewarding group performance

Is most effective with knowledgeable employees; when there is


ample time; common interests and goals

Is least effective when there is risk that ideas are not


acceptable to manager; when employees are not skilled in
democratic decision-making
32

People and Team


Management
26

Pacesetting
The Pacesetting Management Style:

Accomplishes tasks to high standards

Leads by example. Anticipates others will watch and understand

Delegates to top performers and tightly controls poor performers

Rewards individual performance

Is most effective with independent employees; when manager


also a pair of hands; with poor performers who will leave

Is least effective with employees who need to develop through


feedback; unclear direction
33

People and Team


Management
27

Coaching
The Coaching Management Style:

Professional develops employees

Helps identify goals, strengths, weaknesses

Encourages self-reliant problem-solving

Has a developmental culture

Is most effective with employees interested in developing


career; encourages initiative

Is least effective with new employees; when direction needed


34

People and Team


Management
28

Climate Factors

Flexibility

Responsibility
Standards
Reward and Recognition
Clarity
Team Commitment
35

People and Team


Management
30

Climate Factors
Flexibility

How easy is it to get new ideas introduced into the organisation?

To what extent are we constrained by procedure and rules?

Responsibility

Do people feel their role is integral to the organisations success or failure?

Do we care?

Standards

Are we working to achieve well defined targets, goals and personal


standards?
36

People and Team


Management
31

Climate Factors
Reward and Recognition

Is this a well done! sort of place or a blame culture intent on


punishing the guilty?

Clarity

Do people know what theyre doing and why theyre doing it?
Do we understand the corporate vision and ambition?

Team Commitment

Is this a place where people genuinely feel success can only be


achieved by everyone pulling together or do we prefer to rely
on our own personal performance as the only way forward?
37

People and Team


Management
32

Linking Management Style to Climate


Climate Factors

Management Style

Flexibility

Responsibility

Standards

Reward &
Recognition

Clarity

Team
Commitment

Co-ercive

Authoritative

Affiliative

Democratic

Pacesetting

Coaching

People and Team


Management

38

Linking Management Style to Climate


Climate Factors

Management Style

Flexibility

Responsibility

Co-ercive
Authoritative

Standards

Short Long
term term

Reward &
Recognition

Clarity

Team
Commitment

Task Long
term

Short Long
term term

Affiliative
Democratic
Pacesetting

With a
Good team

Coaching

People and Team


Management

Short
term
Short
term

Long
term

39

Transactional Analysis

People and Team


Management

40

Transactional Analysis

Whenever you communicate you are entering into a


transaction

Transactional Analysis is a pragmatic way to


categorise and understand these interactions

It provides a tool to keep transactions, or


communications, on a productive track

People and Team


Management

41

Transactional Analysis

Sets Limits
Makes Judgements
Gives Permission
Takes Care

Collects Data
Computes
Estimates probabilities
Makes rational decisions

ADULT

Responds emotionally
Fun, creative
Is spontaneous
Adapts to authority

CHILD

People and Team


Management

PARENT

42

Recognising Ego States at Work

Why might team members, peers or bosses react in a


Parent / Adult / Child way? Reasons could include:

Pressure of work

Personal pressures: relationship, financial, domestic

Health issues: temporary or diagnosed

Previous interactions: the legacy of a good / bad interaction

Preferred (Instinctive) Management Style

Managed (Deliberate) Management Style

People and Team


Management

43

The Rapport Model


TRUE
RAPPORT
EMOTIONS AND
FEELINGS

Where the relationship starts to


take on more of a personal feel

BELIEFS AND VALUES


INFORMATION AND FACTS
RITUAL AND CLICHE

Ritual and Clich

Information and Facts What we know about the situation

Beliefs and Values

Emotions and Feelings How we react to a situation

True Rapport

People and Team


Management

Formal greetings and How are you?

The standards by which we live

When our clients / staff fully trust us always to do


the best for them and when they automatically
turn to us first for advice and guidance
44

The Communications Model

25%
50%
25%

Generally we have:
25% of our contacts for whom progress up the scale beyond Information and
Facts is impossible
50% of our contacts for whom some progress is possible
25% of our contacts who are already at True Rapport or progressing towards it
and our challenge is to increase this final 25% towhatever.
People and Team
Management

45

Team Building

People and Team


Management

46

The Stages of Team Building

Forming

Storming

Norming

Performing

Dorming

Mourning

Disbanding / Adjourning

People and Team


Management

47

Team Development Process


Performance Levels

FORM

Working Out
Autocratic /
Acquiescent

STORM
Emotive

NORM /
RE-FORM
Relationships
Rebuilt

Volatile
Listening Better

Hidden Feelings
Poor Listening
Bureaucratic
Submissive
Attention
Inward

Rebellious
Confusion
Boundaries
Pushed
Insecurity

Assertiveness
Grows

PERFORM
Clear Direction
Common Goals
Success
Creativity
High Energy

Boundaries
Established

Flexibility

Objectivity

Commitment

Adult
Behaviours

Pride & Team


Spirit
Time

People and Team


Management

48

Goal and Objective Setting

People and Team


Management

49

Performance Management

Goal Setting:

Strategic Goals

Tactical Objectives

Bite -size chunks and


responsibilities

Operational Objectives

People and Team


Management

Long term goals

Goals

Daily & weekly targets

Objectives

Tasks

50

Objectives
Objectives must be SMART or even SMARTER
S
M
A
R
T

E
R

Exciting / Enjoyable / Entertaining


Recorded

People and Team


Management

Specific
Measurable
Achievable / Attainable
Relevant / Realistic / Reasonable
Time-related

51

Types of Objectives
Quantitative

Qualitative

Degree of Fit

Numbers

Reaction of Customers

Behaviour

Dates

Satisfaction

Appearances

Volumes

Procedural

Presence

Turnaround times

Judgement

Demonstrate by Example

Accuracy rates

Professional Standard

Style

Error rates

Compliance

Proportion of Time
Budget Expenditure

People and Team


Management

52

Defining Objectives
Success Criteria

Shortfall Criteria

We are succeeding if

We are not succeeding if

What does Success look / feel like?

What does shortfall look / feel like?

What will be happening if we are


achieving / exceeding our objectives?

What will be happening (or will not be


happening!) if we are missing our
objectives?

Always use absolute measures no ambiguity


Do not use measures which compare with other teams
Use measures that are fair and are seen to be fair
People and Team
Management

53

Managing Performance Standards

Managers must monitor performance against company STANDARDS

If a team member fails to meet the Standards a Manager will consider:

Training or Coaching
Is performance is due to lack of competence?
Is additional training or coaching required?

Counselling
Is poor performance is due to emotional problems E.g. lack of motivation,
personal problems etc.?

Disciplinary action
Is poor performance is due to misconduct?

It is essential that feedback is regularly given to all team members


People and Team
Management

54

54

Performance Appraisal

Revise
Objectives

Set / Agree
Objectives

Continuous
Feedback &
Coaching

Observe
Performance

Review
Against
Objectives

Performance Management is a continuous process throughout


and not just confined to the formal sign-off meeting.
There should never be any surprises at any appraisal meeting
People and Team
Management

55

55

Performance Discussions
SET THE SCENE

GAIN
INVOLVEMENT

Give specific facts


Ask open questions

FIND OUT
CAUSE

Listen have empathy

DISCUSS
SOLUTIONS

Both parties put forward solutions

ACTION PLAN
FOLLOW-UP
People and Team
Management

Obtain buy in, set objectives


Agree date

56

56

Customer / Stakeholder

Management

People and Team


Management

57

People and The Service Profit Chain


Return on Capital Employed (ROCE)
Operating Profit Margin (OPM)

Good Customer
Management

High (Right) Customer Retention

High Customer Satisfaction

Good Employee
Management
High Employee Skill & Motivation
People and Team
Management

58

Satisfying Customers
Implicit

Unquestioned by
the customer

Explicit

Attractive

Assumed to be present
by the customer

Precisely expressed by
the customer no
ambiguity

Appealing and
interesting to the
customer

Maintenance level of
service

Specifically requested
by the customer

Accepted by the
customer if presented

Things you should


always do

Specific level of
service

Extended level of
service

Things you should do


to deliver against
specific requirements

Things you should do


to take service levels
further

People and Team


Management

59

Satisfying Customers
Degree of
satisfaction

Explicit

Attractive
Level of quality

--

++

Golden Rule
Implicit

Adapted from: Kano, N. (1984), Attractive quality


and must-be quality, The Journal of the Japanese
Society for Quality Control, April, pp. 39-48
People and Team
Management

60

Stakeholder Map

B
Clients

Legend:
A Normal

Boss

YOU

Stakeholder

B Good (2 way)
C Over-committed

D
Others

People and Team


Management

D Conflict
E Hidden conflict

61

Delivering Change

People and Team


Management

62

Delivering Great Change

A =

Quality of the change


Acceptance of the change
Effectiveness of implementation
People and Team
Management

63

The Challenge of Change

At every crossroads on the path

that leads to the future,


tradition has placed 10,000
men to guard the past

Maeterlinck

People and Team


Management

64

The 9 Change Principles

Compelling Reason to Change

Clear Vision and Objectives for Change

The need for change must be understood by all those impacted


so that the status quo is not seen as the best option

To capture interest and support, those effected by change need


to know the objectives and the advantages of achieving them

Context for Change

To understand fully the context the change is taking place in


and ensure all elements are considered to ensure its long-term
sustainability and success

People and Team


Management

65

The 9 Change Principles

Momentum

Stakeholder Engagement

To ensure momentum is created and maintained throughout


the projects lifecycle to keep energy and focus high to
contribute to delivering great change

Key stakeholders need to be identified and their support


secured through communication and engagement

Alignment

Ensuring that the operational and organisational frameworks


and processes which support the planned change are carefully
considered and aligned e.g. training, reward, facilities etc

People and Team


Management

66

The 9 Change Principles

Embedding Change

Great Sponsorship

To ensure the change delivers its true business value in the


shortest possible time by becoming part of the way we work

The right sponsor plays a critical role in the success of change


initiatives

Emotional Responses to Change

To understand and appreciate the emotional responses to


change and to support and lead people through these to lessen
the negative impacts on both staff and performance

People and Team


Management

67

Context for Change


The Change Kaleidoscope
Stakeholders

Time

Readiness

Capacity

Continuity

CHANGE
CONTEXT
Scope

Customer

Risk
Capability
Complexity

People and Team


Management

68

Resistance to Change

The main reasons for resisting change are:


Fear:
Of

the unknown

About
Of

job security

increased workload

New

Energy involved to change

Change fatigue

Threat to
Competence

skills required

Credibility

Failure
Of

loss of:

Power

Friends

Working environment or
conditions

Inertia (no sense of urgency)

Dont believe its the right solution

Lack of trust or legitimacy in project


team

Seen change efforts fail in the past

Not allowed to participate

Priorities

Timing

Unclear or badly communicated


vision

Stress

Imposed change

People and Team


Management

69

Benefits of Resistance

Potentially a better outcome:

People who resist may be highlighting things that have been


missed in the planning, particularly around the details
Resistance is a critical source of innovation and can allow more
possibilities to be considered and evaluated

When people resist change at least there is some energy


involved. Surely apathy would be worse?

Resistance is what keeps us from attaching ourselves to


every bonehead idea that comes along Maurer 1996
People and Team
Management

70

Delegation

The best Managers / Leaders have sense


enough to pick good people to do what
needs to be done and the self-restraint
to keep from meddling with them

People and Team


Management

71

Delegation and Conflict

Its important to delegate outcomes rather than tasks.


Ask: What will the end-result be?

Delegating tasks leads to Unwarranted Disagreement

Disagreement on tasks / methods

Delegating outcomes leads to Warranted Disagreement

Disagreement on outcomes

People and Team


Management

72

Delegation and Stretch

Delegation goes from Comfort to Stretch


but may create panic

COMFORT

STRETCH

PANIC

People and Team


Management

73

Delegation Exercise

Group 1:

Group 2:

As a Manager or Team Leader: what are the main reasons for


delegating?

How might delegation create difficult situations?

Group 3:

What are the consequences of bad delegation?

People and Team


Management

74

Delegation Exercise Debrief (1)

The main reasons for delegating are:

To allow the Manager or Team Leader to concentrate on the


need-to-do things: removing non-essential (for them)
workload
To develop the staff: giving them new and enhanced skills
To create a contingency and succession plan so that all
absences planned / unplanned have little or no impact on
the smooth running of the team

People and Team


Management

75

Delegation Exercise Debrief (2)

Delegation might create difficult situations by:

Delegating to the wrong people: those unable to absorb


the extra work
Delegating at the wrong time: when everyone is fully
occupied or deadlines are too short
Delegating inappropriately: where a piece of work
belongs to one person and no explanation is given
Delegating work that should not be delegated: personal
tasks; performance management; confidential information

People and Team


Management

76

Delegation Exercise Debrief

(3)

The consequences of bad delegation could be:

A perception of passing the buck

A lack of clarity and a consequent lack of motivation

The creation of unnecessary time pressures

Frustration through allocating the wrong task to the person


with the wrong skill-set
Unnecessary increase in workload for certain people

People and Team


Management

77

Delegation Summary

Delegation must go alongside planning:


The lack of planning on your part does not
constitute a reason for passing me an emergency!

The stages of Delegation are:


NO GO
SHOW ME
THEN GO
GO BUT LET
ME KNOW
GO

People and Team


Management

78

Feedback

Giving and receiving feedback is one of an


organisational leaders most important
responsibilities. Teams and individuals need to be
kept constantly aware of where they are in
relationship to their agreed targets and goals if they
are to make consistent progress
Weinholtz and Edwards
People and Team
Management

79

Feedback Do and Dont


Planning Feedback Do:

When giving Feedback Do Not:

Make judgements state specific facts

Reel off endless lists

Give developmental feedback in public

Focus on the individual focus instead


on performance

Make the other person feel threatened


or defensive

Concentrate on AID:

Action
Impact
Do

Be specific

Consider the venue

Privacy

Timing

Listen actively

Achieve Buy-in

Action Plan & Follow up

People and Team


Management

80

Nature of Feedback:
Johari Window

Disclosure

Feedback

Open
everyone
knows

Concealed
I know:
you dont!
People and Team
Management

Blind
everyone
knows but me!

Unknown
nobody
knows
81

Coaching

People and Team


Management

82

What is Coaching ?
Coaching is helping someone move from where
they are to where they want to be......
......and to do this more quickly and effectively
than if they acted alone.

People and Team


Management

83

The Skill / Will Model


WILL
Desire to Achieve
Incentive
Security
Confidence

GUIDE

EMPOWER

HIGH WILL
SKILL
DIRECT

EXCITE

LOW SKILL

HIGH SKILL

LOW WILL

People and Team


Management

Training
Role Perception
Understanding
Experience

84

The House of Change

CONTENTMENT AND
COMPLACENCY

RENEWAL AND
REVITALISATION

DENIAL, EXCUSES AND


DENIGRATION

CHAOS AND
CONFUSION

DARK SIDE
Cannot be coached
their attitude is poor

BRIGHT SIDE
Can be coached they
want to improve

DARK SIDE

BRIGHT SIDE

Contentment and Complacency = Comfort Zone

Chaos and Confusion

Denial, Excuses and Denigration = Resistance

Renewal and Revitalisation = Delegate to them

Coaching is very difficult in these rooms

Coaching is easier: they want to improve

= Will but no Skill

The challenge is to move staff from the Dark Side to the Bright Side
People and Team
Management

85

Using the GROW Model

GOAL

REALITY

Agree topic for


discussion

Invite selfassessment

Agree specific
objective of
session

Offer specific
examples of
feedback

Set long-term
aim, if
appropriate

Avoid or check
assumptions

Parameters
Where we need to be

Current situation &


Assessment of needs

Where are we going?


People and Team
Management

OPTIONS
Cover full range of
options
Invite suggestions
from learner
Offer suggestions
carefully
Ensure choices are
made

Where are we now?

How we could
Move forward

Will
Commit to action
Identify possible
obstacles
Make steps specific
& define timing
Agree support

Action and dual


commitment

How do we get there?

86
How do we measure progress?
8

Aggressive / Assertive / Passive

People and Team


Management

87

Handling a Developing Situation

Situation + Behaviour = Outcome

Situation + (Appropriate) Behaviour =


(Desired) Outcome

People and Team


Management

88

Aggressive
Im OK I win

Youre not OK You lose

Expressing feelings / opinions in threatening, punishing or put


down way

Disregarding others rights and needs

Aiming to get your own way no matter what

Creating bad feeling making future relationships difficult

People and Team


Management

89

Submissive (Passive)
Im not OK I lose Youre OK You win

Not standing up for our rights

Allowing others to take advantage

Avoiding the responsibility of making decisions

Losing control; feeling a helpless victim of unfairness and injustice

Manipulating others to get what we want; playing games; making


others feel guilty

People and Team


Management

90

Assertive
Im OK I win

Youre OK You win

Recognising our own needs and rights

Relating to people openly and honestly

Communicating directly

Taking responsibility for our actions

Being in control of what we say and do

Being prepared to reach a compromise

Resolving differences positively

People and Team


Management

91

Advantages of Assertive Behaviour

Closer working relationships

Greater confidence in yourself and in others

Increased self-responsibility and self-control

Savings in time and energy

An increased chance of everyone winning

People and Team


Management

92

Managing and Resolving Conflict

People and Team


Management

93

Conflict

Conflict is:
Any situation in which your concerns or
desires differ from those of another person

People and Team


Management

94

Phases to Managing Conflict


Causes and Strategies

1.

Understand
conflict
Conflict
Resolution
Process

Interpersonal
Zones and Level of
Awareness

3.

2.

Bridge

Understand

the gap

yourself and
others

People and Team


Management

95

Understanding Conflict
Principal causes of conflict at work are:

Misunderstandings

Lack of co-operation

Personality clashes

Problems with areas of authority

Differences in goals

Frustration

Substandard performance

Competition for limited resources

Differences over methods to be used

Non-compliance with rules and policies

Problems relating to areas


of responsibility

People and Team


Management

96

The Five Conflict-Handling Modes

From Thomas-Kilmann Conflict Mode


Instrument by K. W. Thomas and R. H. Kilmann,
1974, 2000. Palo Alto, CA: Xicom, Incorporated,
subsidiary of CPP, Inc. Copyright 1974, 2000 by
CPP, Inc. Used with permission.

People and Team


Management

97

Competing
My way or the highway

Taking quick action

Making unpopular decisions

Standing up for vital issues

Protecting yourself

People and Team


Management

98

Accommodating
It would be my pleasure

Showing reasonableness

Developing performance

Creating goodwill

Keeping the peace

Retreating

Maintaining perspective

People and Team


Management

99

Avoiding
Ill think about it tomorrow

Leaving unimportant issues alone

Reducing tensions

Buying time

Knowing your limitations

Allowing others ownership

Recognising issues as
symptoms

People and Team


Management

100

Collaborating
Two heads are better than one

Integrating solutions

Learning

Merging perspectives

Gaining commitment

Improving relationships

People and Team


Management

101

Compromising
Lets make a deal

Resolving issues of moderate


importance

Reaching resolution with equal


power and strong commitment

Creating temporary solutions

Dealing with time constraints

Backing up competing/
collaborating

People and Team


Management

102

Bridging the Gap


Competing: might makes right

WIN LOSE

Does not achieve mutual gain

Accommodating: kill your enemies with kindness

Does not achieve mutual gain

Avoiding: leave well alone


1.

LOSE WIN

LOSE LOSE

Does not achieve mutual gain

Compromising: split the difference

WEAK WIN WEAK WIN

Often not sustainable; conflict may resurface later

Collaborating: two heads are better than one

WIN WIN

May not work because of history of the relationship between the two
parties OR lack of faith in the ability to solve the problem
People and Team
Management

103

People and Team


Management
Thank you and good luck!

People and Team


Management

104

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